Strategic Alignment. The Parties understand the Company’s financial strength and, consequently, its ability to provide employment to Bargaining Unit employees under terms and conditions that will fulfill the Union’s mission, require that it succeed in the competitive market. The parties further understand that the Company must invest in the represented workforce, and that the cultivation of employee skills, productivity and dedication are fundamental to the Company’s success.
Strategic Alignment. Municipal and Provincial Policy Framework, National and International Recognition The existing planning policy and regulatory framework related to the Cootes to Escarpment EcoPark System vision in this area includes Provincial Plans, Municipal Master Plans, Zoning Bylaws and Minister’s Zoning Order (Parkway Belt Land Use regulation), the Royal Botanical Gardens Act, the Conservation Authorities Act, and others. Many natural areas in the region are classified through the Niagara Escarpment Parks and Open Space System (NEPOSS) and are required to conform to the Niagara Escarpment Plan. It is not the intent of the EcoPark System to obtain any regulatory powers over the lands of the partner agencies or private landowners. The Cootes to Escarpment EcoPark System Heritage Lands Management Plans (completed in 2019) note how these policies and regulatory frameworks compliment opportunities within the EcoPark System. The plans will be used as guides for partner agencies to protect the natural system and provide a variety of recreational opportunities on their properties within the Cootes to Escarpment EcoPark System (Figure 1). As this area continues to attract new residents, greenspace that provides ecosystem services, protects biodiversity, and supports human physical and mental health becomes increasingly important. The role of urban greenspace is also of global importance and has been recognized by the United Nations Sustainable Development Goals (e.g., 3, 11 and 15) on sustainable communities along with the need to support citizen health and wellbeing through sustainable cities (IUCN #NatureForAll). Canada’s federal and provincial governments support the protection of ecosystems, landscapes, and biodiversity. The landmark Canada Nature Fund enables community action including efforts to protect 30% of lands and marine areas by 2030. Increasing focus is being directed to how urbanized areas such as the Greater Toronto-Xxxxxxxx Area can help with resilience to climate change and other stressors. There is an opportunity for the EcoPark System to greatly benefit Canadians and become an internationally renowned success story. Partner agencies are actively seeking special recognition and/or legislation from the governments of Ontario and/or Canada, as appropriate, to designate a specific geographic area as the Cootes to Escarpment EcoPark System or to recognize the significance of the natural and cultural heritage within the Cootes to Escarpment EcoPark System.
Strategic Alignment. Not Applicable.
Strategic Alignment. 5.1 DIT and UKEF have overlapping roles where together they deliver against HMG’s wider trade and exports objectives. In doing so, the two departments will use the Principles of Collaboration to align their work against shared objectives as identified by SoS and the two departments’ strategies, as outlined in their respective strategic documents. Shared objectives should be reflected in the performance objectives of key individuals in both departments. DIT and UKEF will be flexible and responsive to evolving priorities regarding international trade, as set out by the SoS. DIT and UKEF both recognise that government finance is an integral part of government’s offer to exporters, and that exporters need broad support, of which government finance is one part.
5.2 DIT and UKEF will additionally work across government on HMG’s Broader Access to Business Finance agenda, working with key parties; for example, HMT, BEIS and the BBB. DIT will continue to champion UKEF in the relevant fora, and UKEF will ensure it is contributing to these fora where relevant (and vice versa).
5.3 This MoU recognises that DIT and UKEF have mutual stakeholders who would benefit from a joined-up departmental approach. However, there are occasions and instances where DIT and UKEF will need to focus on their individual departmental priorities to support key stakeholders. Stakeholders include, but are not limited to: Devolved Administrations, OGDs, notably BEIS (and BBB), FCDO, and HMT (and UKGI); DIT and UKEF ministers and ministers of OGDs; governing bodies; business representative organisations; and customers.
5.4 If conflicts arise between the policy and/or strategic views of DIT and UKEF that cannot be resolved by the MoU Managers and/or the Executive Sponsors, the issue may be escalated to Ministers for arbitration. The Permanent Secretary and the Chief Executive will agree advice to Ministers outlining the departments respective positions on the MoU’s outcomes for that period. This is with the support of the MoU Managers and where applicable the Executive Sponsors.
5.5 The MoU Managers will support strategic alignment between DIT and UKEF. To accomplish this the MoU Managers committed to:
a) support/champion one another within relevant departmental and cross-government strategy and policy fora;
b) ensure that DIT and UKEF staff have the knowledge, guidance and capacity required to support and develop DIT-UKEF collaboration effectively, supporting Ministers and senior officials thro...
Strategic Alignment. Check one of the following boxes:
4.1 School-based Agreements: How does this service support your academic goals and increase student achievement as described in the Board-approved School Site Plan? Aligns with Measure B Implementation Plan □
Strategic Alignment. Demonstrated ability to lead and drive a people strategy across the organisation.
Strategic Alignment. Develops, prioritizes and aligns strategies, objectives and goals, taking into account key influences on organizational performance. Successfully leads organizational change, effectively communicating the organization’s mission, core values, and strategic goals to employees and other stakeholders. Fosters open discussion of change efforts and encourages employee participation in problem solving, streamlining, and/or reengineering of processes or procedures to improve organizational effectiveness.
Strategic Alignment. Goal Project Response Rank Comments Emory University Research Mission: Emory University Office for Clinical Research Mission: Food and Drug Administration (FDA) Center for Drug Evaluation and Research Strategic Initiative: FDA Strategic Initiative:
Strategic Alignment. Goal Project Response Rank Comments NC / Division / Branch Strategic Goals: CDC Strategic Goals:
Strategic Alignment. In keeping with Program 4518/BL-HO, the proceeds of this supplemental financing are consistent with the Update to the Institutional Strategy 2010-2020 (document AB-3008) and aligned with the challenge of:
(i) social inclusion and equality by providing inclusive infrastructure and infrastructure services in urban areas with less urban and social development, and those that will be built, to improve civic coexistence and security; and the crosscutting themes of: (ii) institutional capacity and rule of law, through financing of the construction of a specialized area for the simulation of police interventions and administrative matters in the new physical and technological infrastructure at the National Police Academy (ANAPO), to continue modernization of police training in Honduras; and (iii) gender and diversity, to promote gender issues though a range of prevention and assistance services for girls, adolescents, and women who are victims of various types of violence in Choluteca.
